Information flows and crashes in dynamic social networks

We develop a dynamic model of information transmission and aggregation in social networks in which continued membership in the network is contingent on the accuracy of opinions. Agents have opinions about a state of the world and form links to others in a directed fashion probabilistically. Agents update their opinions by averaging those of their connections, weighted by how long their connections have been in the system. Agents survive or die based on how far their opinions are from the true state. In contrast to the results in the extant literature on DeGroot learning, we show through simulations that for some parameterizations the model cycles stochastically between periods of high connectivity, in which agents arrive at a consensus opinion close to the state, and periods of low connectivity, in which agents’ opinions are widely dispersed.

     

The relationship between governance structure and risk management approaches in Japanese venture capital firms

This paper attempts to understand what drives Japanese venture capital (JVC) fund managers to select either active managerial monitoring or portfolio diversification to manage their firms' investment risks [J. Bus. Venturing 4 (1989) 231]. Unlike U.S. venture capitalists that use active managerial monitoring to gain private information in order to maximize returns [J. Finance 50 (1995) 301], JVCs have traditionally used portfolio diversification to attenuate investment risks [Hamada, Y., 2001. Nihon no Bencha Kyapitaru no Genkyo (Current State of Japanese Venture Capital), Nihon Bencha Gakkai VC Seminar, May 7]. We found that performance pay is positively related to active monitoring and that management ownership is positively related to active monitoring and negatively related to portfolio diversification. The managerial implication of our study is that venture capitalists should be as concerned about the structure of their incentive systems for their fund managers as they are for their investee-firm entrepreneurs. Agency theory says that contingent compensation is a self-governing mechanism for individual effort that is difficult to measure and verify. When properly applied, equity ownership and performance-based pay can have powerful influencing effects on the strategic choices of managers.     

The New Economy is dead,long live the information economy

The arrival of the 2001–2003 recession caused many to suppose that the so-called “New Economy” was now defunct. This article addresses a number of related issues, including the question of the durability and viability of business cycles in the face of the technological developments of the information age. It asks what went wrong with the New Economy and examines its characteristics as well as its remaining possibilities and prospects for the future. Finally, it considers the spread of the Information Economy to Europe, especially to Germany, the country that one might expect to be the leading European player, but which is not at present actually a strong competitor for that role.     

Trade unions and HRM

Here the author reviews the stated positions and responses of unions towards employer initiated human resource management developments. The information reviewed is drawn from Canada, Britain and the USA, with some differences being apparent between countries.     

Correlation of gender-related values of independence and relationship and leadership orientation

This study compares the relationship between the moral reasoning modes and leadership orientation of males versus females, and managers versus engineers/scientists. A questionnaire developed by Worthley (1987) was used to measure the degree of each participant's respective independence and justice, and relationships and caring moral reasoning modes. Leadership orientation values and attitudes were measured using the Fiedler and Chemers (1984) Least Preferred Coworker Scale.The results suggest that, although males differ from female in their dominant moral reasoning modes, managers are not distinguishable from the engineers/scientists they manage in terms of their moral reasoning mode or Least Preferred Coworker score.Clarence E. Butz is a Professor of Management in the School of Business and Management at Azusa Pacific University, California. Dr. Butz's teaching areas include general management, organizational behavior, and business ethics. Phillip V. Lewis is Dean of the School of Business and Management at Azusa Pacific University. He is the author of Organizational Communication (Gorsuch Scarisbrich, 1996) and Bank Ethics: An Exploratory Study of Ethical Behaviors and Perceptions in Small, Local Banks (Journal of Business Ethics, 11: 197–205, 1992).     

Psychological ownership as a crisis management advertising appeal – antecedents,outcomes, and moderators

In a crisis communication context, this work examines the impact of Psychological Ownership (PO) appeals on Ad message recipients’ development of feelings of PO. It demonstrates that increased levels of PO influence the managerially relevant outcomes attitude toward the company and purchase intentions. In doing so, it finds new application for the construct. In order to better understand the factors that may contribute to or mitigate PO, this research also investigates environmental consciousness as an additional antecedent and gender, persuasion knowledge, and geographic distance as moderators of individuals’ response to such appeals. Managerial and theoretical implications are discussed.     

Slovakia's Surge: The New System's Impact on Fiscal Decentralisation

Slovakia's transition history long paralleled that of the Czech Republic, but the former adopted bold new reforms early in this decade. This article is a comparative treatment of fiscal decentralisation since 1993 and more recent reforms of public administration, the two efforts representing the foundation of the New System. Czech experience is invoked simply to provide an appropriate benchmark for the evaluation of Slovakia's New System introduced in 2004, including the 19% ‘flat tax’ and other striking measures in local public finance.

The second focus of the article is on the macroeconomic impact of the New System. It is too early to perceive what its long-term effects will be, so this treatment is more tentative. But because one would like to know whether Slovakia's return to an economic growth path is actually a result of the New System and whether this recent growth will persist, these issues are given some consideration.     

The MNC as an externally embedded organization: An investigation of embeddedness overlap in local subsidiary networks

MNCs have been conceptualized as differentiated networks that, in turn, are embedded in external networks. Previous research has predominantly focused on the embeddedness of established subsidiaries into their local environment, omitting to shed light on the phenomenon of headquarters linkages to the local context which creates embeddedness overlap. We develop a model of why MNCs develop overlapping linkages to local subsidiary networks even if the subsidiaries have grown out of the initial start-up phase. Using detailed information on 168 European subsidiaries, we find that MNCs build and maintain more overlapping network ties when subsidiaries are high performers, hold important resources, operate in turbulent environments, and are closely connected to multinational actors as opposed to purely domestic firms.     

Why Organizations Struggle to Implement a Market Orientation: Insights Into Beliefs of Top Management

The role of management as an antecedent and barrier to market orientation is well documented. However, the often deeply held beliefs of top management that influence the degree to which their firms are market oriented has been largely overlooked. This study sought to understand these beliefs using a qualitative research method. Case study research employing in-depth semistructured interviews of four Australian vertically integrated horticultural enterprises was undertaken. A total of 28 beliefs of senior management team members were identified. These beliefs, which appeared to have become part of organizational culture, influenced the way market intelligence was gathered and shared and the degree to which the organizations planned, coordinated, and timed their responses to market opportunities and threats. The results suggest that changing management beliefs about marketing and market orientation may be an important component of enhancing the degree to which firms are market oriented.